Independent University, Bangladesh
Course Title: Business Communication
Course ID: MBA 507
Section: 01
Semester: Autumn 2023
Topic: The Performance Management System of Jamuna Group
Submitted To
Professor Nigar Sultana
Adjunct Faculty
Independent University, Bangladesh
Submitted By
Name ID
Safkat Bin Doha 2312586
Onti Akter 2321597
Muntaseer Azam 2312608
MD Monirozzaman Niaz 2321571
Asha Moni 2312597
Submission Date: 19th November, 2023
Letter of Transmittal
Date: 19th November, 2023
To
Professor Nigar Sultana
Adjunct Faculty
School of Business and Entrepreneurship
Independent University, Bangladesh
Subject: Submission of report on “The Performance Management System of Jamuna Group”.
Dear Ma’am,
We, the student of MBA 507 course section 01 have done assignment on “The Performance
Management System Of Jamuna Group”. The assignment has been completed by the knowledge
that we have gathered from the course “ Business Communication”.
We, also, would like to draw your attention that we tried our level best to complete this
assignment correctly, and gather appropriate information as much as possible. We have tried our
upmost to live up to your standard.
May we, therefore, wish and hope that you would be cordial enough to our hard work and oblige
thereby.
Thank You
Sincerely Yours,
Asha Moni
ID# 2312597
On Behalf of the Group
Contents
1. Executive Summary...............................................................................................................................4
2. Introduction............................................................................................................................................5
2.1 Background of the report:..............................................................................................................6
2.2 Objective of the Study.........................................................................................................................7
2.3 Location of the Study...........................................................................................................................8
2.4 Need for the Study...............................................................................................................................8
2.5 Limitations of the Study.......................................................................................................................9
3.Literature Review........................................................................................................................................9
4.Research Methods.....................................................................................................................................11
4.1 Communication:.................................................................................................................................11
4.2 Sampling:...........................................................................................................................................12
4.3 Unit:...................................................................................................................................................12
4.4 Procedure:..........................................................................................................................................12
4.5 Data Collection..................................................................................................................................13
5. Results......................................................................................................................................................13
5.1Data Analysis and Discussion.............................................................................................................13
5.2 Impact................................................................................................................................................29
6.Recommendation......................................................................................................................................30
7. Conclusion...............................................................................................................................................31
Bibliography................................................................................................................................................32
Appendix......................................................................................................................................................33
1. Executive Summary
Every company, including Jamuna Group, must have a performance management system. The
purpose of this research was to assess how well Jamuna Group's performance management
system worked by looking at how employees felt about its many parts, which included goal
setting, performance feedback, and incentives and recognition.
According to the survey, employees' opinions of the performance management system were not
all that similar. Although they valued the supervisors' input and the goal-setting process,
employees were dissatisfied with the rewards and recognition system because it lacked
transparency. The survey also found that supervisors and workers were not adequately trained in
the performance management procedure.
This study is important because it adds to our knowledge of the variables influencing Jamuna
Group's performance management system's efficacy. The results may help the company pinpoint
areas for development and create plans to raise the efficiency of the performance management
system. The study is not without flaws, though, one of them being the limited sample size that
may restrict how broadly the results may be applied. Additionally, the study was restricted to a
particular department within the Jamuna Group, which might not accurately reflect the
performance management system across the board.
2. Introduction
The most valuable assets of Jamuna Group, a private enterprise that has thrived in the cutthroat
business of Bangladesh, are its people and Md. Nurul Islam, the Managing Director. Md. Nurul
Islam, a private sector industry leader, pioneer, and architect, is associated with the Jamuna
group. In 1974, he founded Jamuna with the intention of creating a prosperous and contented
Bangladesh. Established in 1974, Jamuna Electric Manufacturing Co. Ltd. was the first company
in Bangladesh to produce electrical fittings and accessories in 1975. History demonstrates how
JGI expanded into a huge company. (Group Jamuna, 2023).
To be competitive in the global market of today, Jamuna brought the best equipment, expertise,
and technology to Bangladesh. To increase product diversity, Jamuna expanded into multifaceted
businesses. In 34 years, Jamuna Group expanded to 24 notable firms.
The Jamuna Group owns properties and textiles. The Group has expanded into the electrical,
engineering, chemical, leather, apparel and textile, beverages, real estate, housing, cosmetics,
toiletries, and print and electronic media industries over the course of 34 years. Both locally and
internationally, Jamuna's activities and goods are well-liked. With the greatest machinery and
technology from Germany, Switzerland, the USA, Japan, India, Italy, etc., Jamuna has created a
new world of textiles to make goods of superior quality for the international market. In 2023,
The Daily Star.
Many workers of Jumana Group believe that the company's performance evaluation method is
arbitrary and unjust. They believe that rather than real work performance, personal relationships
play a larger role in promotions and salaries. Employee training that is not goal-oriented hinders
their ability to grow in the future. There is poor communication between upper and lower
management. Departments are not related, either. As a result, employees perform below par,
make mistakes often, and struggle to pay attention to the teacher.
2.1 Background of the report:
A crucial component of any organization's HRM procedures is the Performance Management
System (PMS). Planning, observing, and evaluating employee performance is a continuous
process that aids in organizations' efforts to match their workforce with their strategic goals and
objectives. The PMS offers a framework for assessing organizational and individual
performance, pinpointing areas in need of development, and deciding on pay, promotions, and
professional advancement.
An essential component of any successful organization is the Performance Management System
(PMS), which helps companies to define goals, track progress, and recognize excellence. It
entails a methodical approach to managing worker performance and coordinating it with the aims
and objectives of the company. A well-thought-out PMS can boost motivation, productivity, and
employee engagement while giving managers and staff useful feedback. On the other hand,
ineffective PMS implementation can lead to annoyance, demotivation, and disengagement. As a
result, it is critical that businesses adopt a PMS that works and fits with their culture, values, and
objectives.
The senior management of the company made the request for the report on Jamuna Group's
performance management system. The management sought to evaluate the performance of their
present PMS and pinpoint areas in need of development. The purpose of the report is to offer
suggestions and insights on how to improve the PMS and increase its efficacy in accomplishing
the objectives of the company.
2.2 Objective of the Study
Mission:
To create value for our customers, shareholders, and employees by providing high-quality
products and services, adopting innovative technologies, and maintaining ethical business
practices.
Vision:
To be a leading business conglomerate in Bangladesh by achieving sustainable growth, creating
employment opportunities, contributing to the development of the society, and being
recognized as a responsible corporate citizen.
Objective:
To identify the best methods of Performance Management System (PMS) for Jamuna Group.
2.3 Location of the Study
The selection of an appropriate location for the study of the Performance Management System
(PMS) within the Jamuna Group is a critical aspect that significantly influences the depth and
relevance of the findings. The study will primarily be conducted at the corporate headquarters of
Jamuna Group, situated in a central location that serves as the nerve center for the conglomerate's
diverse operations. By focusing on the headquarters, the study aims to gain insights into the
overarching PMS framework that governs the entire organization. This strategic choice of
location ensures a holistic understanding of the PMS implementation, fostering a comprehensive
report that reflects the organization-wide dynamics and intricacies of performance management
within the Jamuna Group.
2.4 Need for the Study
The imperative need for a comprehensive study on the Performance Management System (PMS)
of Jamuna Group arises from the pivotal role that effective performance management plays in the
success and sustainability of any organization. Jamuna Group, being a prominent conglomerate
with diverse business interests, recognizes the significance of aligning individual and
organizational goals, enhancing employee productivity, and fostering a culture of continuous
improvement. A robust PMS not only ensures that employees' efforts are in harmony with
strategic objectives but also serves as a crucial tool for identifying and nurturing talent,
addressing performance gaps, and promoting a merit-based reward system. By undertaking a
thorough examination of Jamuna Group's existing Performance Management System, this report
aims to provide valuable insights that can contribute to optimizing organizational efficiency,
employee engagement, and overall business performance. Understanding the nuances of the
current system is essential for proposing targeted recommendations that can elevate the
effectiveness of performance management within the organization.
2.5 Limitations of the Study
One of the study's limitations is its sample size, which is restricted to a particular department or
employee level within the company. The availability of data and information on Jamuna Group's
performance management system is another constraint on the study. Lastly, the researcher's or
the respondents' prejudice against the company or the performance management system could
also have an impact on the study.
3.Literature Review
An organization or team is deemed successful when its objectives are met. It results in excellent
work, budgeted expenses, etc. Finally, a successful performance is one in which the benchmarks
for time, money, and quality are consistently reached. When objectives are complex, several
people are working on them, tasks need to be rotated, etc., a performance management system is
crucial.
As per Prakash Singh (2014), enhancing team and individual performance is crucial to get the
most out of your performance management system. In addition to individual accomplishment,
team performance should also be acknowledged and valued. Organizations ought to give both
individual and team performance equal weight. Receiving feedback on their own and their
group's performance is equally crucial for employees.
Performance management, according to (Herman Aguinis, 2012), is a continuous, never-ending
process that aids individuals and groups in determining and assessing their level of performance.
It also ensures that the work of workers aligns with the long-term objectives of the firm.
Performance management is the system that regularly assesses each employee's performance and
provides feedback to the coach so that the employee may use the appropriate performance
management procedure to enhance their performance.
One of the most crucial tools for a company to convey its goals and solicit input from its staff is
a project management (PM) system. Practically speaking, the PM system is an integrated process
that enables managers to collaborate closely with staff members to establish goals, gauge their
performance, analyze the outcomes, and establish a compensation plan for their efforts. A PM
system's primary objective is to raise employee performance, which will have a beneficial knock-
on effect on the organization's overall performance. Enhancing staff training, ensuring that they
comprehend the organization's objectives, and gathering input from various stakeholders may all
help any company's PM system perform better (Soltani, 2005).
A methodical strategy to monitoring, assessing, and enhancing worker performance in order to
meet corporate objectives is called performance management theory. It entails laying out clear
objectives and goals for staff members, keeping an eye on their development, offering coaching
and feedback, and assessing their work to pinpoint areas that need work.
Performance management is based on the idea that by giving workers chances for growth,
frequent feedback, and clear expectations, they will be inspired to perform better and contribute
to the success of the company. It is predicated on the notion that when workers believe their
efforts are valued and acknowledged, they are more likely to be engaged and dedicated to their
work.
In general, performance management theory highlights the value of continual growth, feedback,
and communication to raise employee performance and support organizational success. An
essential step in the human resource management process, performance management assessment
seeks to improve worker performance and advance the success of the company. Setting
objectives and standards, keeping track of workers' progress, giving feedback, and assessing
workers' performance are all part of the process. A survey of the literature on performance
management evaluation is provided below:
Clearly defining objectives and expectations is a crucial component of performance management
evaluation. Employee performance is driven by goal setting, which is a potent motivator (Locke
& Latham, 2002). Employee motivation to accomplish goals is higher when such goals are
explicit and well-defined. The authors also contend that by offering concentration, direction, and
clarity, goal setting can enhance worker performance.
Giving feedback is yet another crucial component in evaluating performance management.
Armstrong and Baron (2018) assert that performance enhancement and staff development
depend heavily on feedback. Feedback should be precise, timely, and constructive. It might be
favorable or negative. While negative feedback assists staff in identifying areas for growth,
positive feedback promotes desired behavior.
Finally, it should be noted that performance management review is an essential step in the human
resource management process that tries to improve worker performance and support the growth
of the company. The procedure includes establishing precise objectives, keeping track of
workers' advancement, giving them feedback, and assessing their work output. An organization's
success may be attributed to better employee performance and increased work satisfaction
through effective performance management review.
4.Research Methods
4.1 Communication:
In our study of the Performance Management System at Jamuna Group, effective communication
played a critical role. Our main goal was to gain a deep understanding of how the organisation
evaluates employee performance, and to achieve this, we used various communication methods.
We used a number of different methods to gather information. Jamuna Group workers from a
range of departments and levels were sent well-structured questionnaires to fill out. The
questions on these surveys were carefully thought out to find out how well the performance
management system worked. But we did run into some problems during this time. Not all
employees were willing to take part, and some of the answers they gave may not have been
totally honest. We knew that these problems were common in our study and did everything we
could to solve them.
There were almost 16 questions on our form, which was pretty long. We knew that this could
take a lot of time for respondents, which could cause some to rush through it or give less exact
answers. Still, we made sure that everyone knew that their ideas were very important for making
the organization’s performance review system better.
4.2 Sampling:
The main goal of our study was to give a full assessment of the performance management system
at Jamuna Group. We told both male and female employees from a range of departments and
jobs within the company about the questionnaire. Our goal was to get a lot of different points of
view so that we could get a full picture of how well the system worked. People who filled out the
question did so voluntarily, and we promised that their identities would be kept secret to
encourage honest answers. We also asked questions about how Jamuna Group allocated with
problems in the performance management system and how individuals should balance their own
needs.
4.3 Unit:
Fifty workers from the Jamuna Group filled out our survey. There were both men and women
among them. People in this group were chosen because they work with the business-to-business
(B2B) service part of the organisation. We thought that this sample size would give us a good
picture of the whole workforce and how they felt about the performance management system.
4.4 Procedure:
We chose a convenience sampling method for our sampling because it made the most sense for
the way Jamuna Group is set up. We carefully chose participants from a wide range of
departments and jobs using this method to make sure that our respondents had a wide range of
points of view.
Our research method included good communication, a varied sample, and a useful sampling
process so that we could fully evaluate the performance management system at Jamuna Group.
We believe that these ways helped us learn important things about how the company evaluates
employees' work.
4.5 Data Collection
We collected both primary and secondary data in a systematic way –
Primary data:
For primary data, we did a survey and provided the questionnaire among the employees to
collect necessary data for our research.
Secondary data:
For our research purpose, we collected our information from journals that we selected for our
research. Some information was also collected from internet and from our textbook.
5. Results
5.1Data Analysis and Discussion
In order to data analysis, we have focused on the information that has been gathered from the
different people’s point of view. Here, given the survey results of research via using pie charts
along with graphical images:
Figure 1: Specify Gender
Analysis: The pie chart shows that the accurate number of male, female and other respondents
based on the research questionnaire. Majority of the respondents are male and the rate is 60.8%.
Besides, the female respondents are 37.3%. And others are 2%.
Performance Appraisal Process
Figure 2: Performance appraisal process
Analysis: The pie chart illustrates the familiarity of individuals with Jamuna Group's
performance appraisal process. A substantial majority, constituting 84.3%, are acquainted with
this system, while a smaller segment, comprising 15.7%, lacks any knowledge about it. This
indicates a noteworthy level of awareness and understanding among the surveyed population
regarding Jamuna Group's performance evaluation procedures.
Figure 3: Working Experience
Analysis: The pie chart presents the distribution of individuals based on their professional
experience. According to the data, individuals with 1 to 4 years of experience constitute the
largest segment at 69.3%. Following this, those with 5 to 7 years of experience make up a
significant portion at 23.8%. Lastly, individuals with more than 10 years of experience represent
a smaller group, comprising 6.9% of the surveyed population. Overall, the majority of
individuals fall within the 1 to 4 years of experience bracket, with a notable percentage also in
the 5 to 7 years category, while a smaller percentage has over a decade of professional
experience.
Figure 4: Specify participation
Analysis: The pie chart displays the frequency of participation in performance appraisals among
individuals. According to the data, the majority, constituting 77.5% of respondents, participate in
these assessments annually. A smaller percentage, 15.7%, engage in performance appraisals
semiannually, while an even smaller segment, 6.9%, partake in these evaluations quarterly.
Overall, the data indicates that the majority of individuals undergo performance appraisals on an
annual basis, with fewer participating semiannually or quarterly.
Figure 5: Clarify performance expectations
Analysis: The pie chart summarizes perceptions regarding the clarity of performance
expectations and goals within the Jamuna Group's appraisal process. The majority of
respondents, constituting 38.2%, perceive the clarity of performance expectations and goals
during the appraisal process as excellent or good. A significant portion, 17.6%, finds it
satisfactory, while a smaller percentage, 2.9%, considers this aspect to be poor and in need of
improvement. Overall, a substantial majority views the clarity of performance expectations and
goals positively within the Jamuna Group's appraisal process, with a minority indicating room
for enhancement.
Figure 6: Specify Expectations
Analysis:
Fair and Transparent Performance Appraisals/Career Development: About 59.8% of
people anticipate this from the Jamuna Group, emphasizing the importance of fairness and
transparency in appraisals and career advancement.
Competitive Compensation and Benefit Packages: Around 45.1% of individuals are expecting
competitive compensation and comprehensive benefit packages from the company.
Safe and Inclusive Work Environment: Approximately 50% of people are looking for a work
environment that is not only safe but also fosters inclusivity and diversity.
Strong Leadership and Clear Communication: Around 37.3% of individuals have an
expectation for strong leadership along with clear communication within the organization.
Work-Life Balance and Employee Well-being Programs: About 29.4% of respondents desire
initiatives focusing on work-life balance and programs that promote employee well-being.
Figure 7: Appraisal process
Analysis: The pie chart illustrates the perceptions of individuals regarding the fairness and
impartiality of the appraisal process within the Jamuna Group.
Strongly Agree: Approximately 36.3% of respondents strongly believe that the appraisal
process is fair and unbiased.
Agree: About 44.1% of individuals agree that the appraisal process is fair and unbiased.
Neutral: Around 16.7% of participants are neutral, neither strongly agreeing nor disagreeing
about the fairness and impartiality of the appraisal process.
Disagree: A minority, comprising 2.9% of respondents, disagrees with the statement that the
appraisal process is fair and unbiased.
Performance feedback and development
Figure 8: Quality and timeliness
Analysis:
Excellent: Approximately 33.3% of respondents consider the quality and timeliness of feedback
received during performance appraisals as excellent.
Good: About 45.1% of individuals perceive the quality and timeliness of feedback as good.
Satisfactory: Around 15.7% of people find the quality and timeliness of feedback received
during appraisals as satisfactory.
Needs Improvement: A small percentage, 3.9%, feels that the Jamuna Group's appraisal process
requires improvement in this aspect.
Unsatisfactory: A further 2% of respondents believe that the quality and timeliness of feedback
are unsatisfactory.
Figure 9: Constructive feedback
Analysis:
Received Constructive Feedback: Approximately 76.5% of respondents acknowledge
receiving constructive feedback on areas for improvement and development opportunities.
Did Not Receive Constructive Feedback: About 13.7% of individuals stated that they do not
receive constructive feedback on areas for improvement and development opportunities.
Sometimes Received Constructive Feedback: Around 9.8% of people mentioned that they
occasionally receive constructive feedback on these aspects.
Figure 10: Provide Opportunities
Analysis:
Opportunities Provided for Skill Development and Career Growth: Approximately 76.5% of
respondents affirm that the Jamuna Group offers opportunities for skill development and career
advancement based on performance appraisal results.
Occasional Opportunities: Around 13.7% of individuals mentioned that they sometimes
receive opportunities for skill development and career growth based on performance appraisal
results.
No Opportunities Provided: Approximately 9.8% of people stated that they do not receive any
opportunities for skill development or career growth from the Jamuna Group based on
performance appraisal results.
Goal setting and alignment
Figure 11: Individual performance goals
Analysis:
Strongly Agree: Approximately 28.4% of respondents strongly believe that individual
performance goals are aligned with the organization's objectives within the Jamuna Group.
Agree: About 51% of individuals agree that there's alignment between individual performance
goals and the organization's objectives.
Neutral: Roughly 16.7% of participants are neutral, expressing neither agreement nor
disagreement regarding the alignment of individual performance goals with the organization's
objectives.
Unaware: A smaller portion, comprising 3.9% of the population, appears to be unaware of the
situation concerning the alignment of individual performance goals with the organization's
objectives.
Figure 12: Overall success
Analysis:
Very Well: Around 35.3% of respondents indicate that they understand very well how their
individual performance contributes to the overall success of the Jamuna Group.
Well: Approximately 48% of individuals state that they have a good understanding of how their
individual performance contributes to the overall success of the Jamuna Group.
Not Clear: About 13.7% of people expressed that they are not clear about how their individual
performance impacts the overall success of the organization.
Performance Recognition and Rewards
Figure 13: Recognition or rewards
Analysis:
Received Recognition or Rewards: Approximately 86.3% of respondents stated that they have
received recognition or rewards for exceptional performance within the Jamuna Group.
Did Not Receive Recognition or Rewards: About 13.7% of individuals mentioned that they did
not receive recognition or rewards for exceptional performance.
Analysis:
Very Satisfied: Approximately 42.2% of respondents expressed being very satisfied with the
rewards and recognition they received for their performance within the Jamuna Group.
Satisfied: Around 46.1% of individuals indicated being satisfied with the rewards and
recognition they received for their performance.
Neutral: Roughly 9.8% of participants are neutral, neither expressing satisfaction nor
dissatisfaction with the rewards and recognition they received.
Dissatisfied: A smaller segment, comprising 2% of the respondents, expressed dissatisfaction
with the rewards and recognition received for their performance.
Overall Satisfaction
Analysis:
Extremely Satisfied: Approximately 47.5% of individuals expressed being extremely satisfied
with the Jamuna Group's performance management system.
Extremely Dissatisfied: About 52.5% of respondents indicated being extremely dissatisfied
with the Jamuna Group's performance management system.
Comments and Suggestions
Analysis:
Good: Approximately 43.3% of respondents perceive the performance management system
(PMS) at the Jamuna Group as good.
Excellent: About 12% of individuals regard the PMS at the Jamuna Group as excellent,
suggesting that it is of high quality.
And other people give many suggestions, as we can see above.
5.2 Impact
Positive Impact: People who are highly familiar with the evaluation process are better able to
align their efforts with it, which in turn leads to higher employee engagement. It encourages an
open and transparent work environment with more defined expectations, which may boost
performance results.
Employee engagement and satisfaction: Higher levels of employee engagement and
satisfaction are frequently correlated with the provision of regular constructive feedback. When
their development and progress are recognized, workers feel appreciated, which can boost their
morale and dedication to their jobs.
Performance Improvement: Praise for outstanding work can serve as a baseline for others,
fostering a healthy competitive environment that boosts productivity throughout the entire
company.
Cultural Impact: The perception of the organization's culture may be impacted by a dearth of
acknowledgment, which could have an effect on how workers perceive their working
environment and the importance of exceptional performance.
Potential Challenges: A significant portion of the population may be unaware, which could lead
to misconceptions, uncertainty about expectations, or lost chances for advancement.
Communication and training needs: This emphasizes how crucial it is to have improved
training programmes or channels of communication to make sure that everyone in the company
is aware of the important procedures that affect their performance and career.
6.Recommendation
Communication Campaigns: Launch a comprehensive communication strategy that educates all
employees about the performance appraisal process. Utilize multiple channels like emails,
newsletters, workshops, and intranet platforms to ensure widespread dissemination of
information.
Training Sessions: Conduct training sessions or workshops specifically aimed at introducing and
explaining the performance appraisal process. These sessions could clarify its importance, what
it entails, and how it contributes to individual and organizational growth.
Documentation and Guides: Create easily accessible documentation or guides outlining the
appraisal process, its stages, criteria, and how it aligns with career growth. Make these materials
available digitally and in print for easy reference.
Managerial Involvement: Encourage managers to engage in one-on-one discussions with their
team members to explain the appraisal process personally. This interaction allows for questions
and concerns to be addressed directly.
Feedback Loops: Establish feedback mechanisms to continuously improve the understanding and
effectiveness of the performance appraisal process. This could involve periodic surveys or
forums where employees can express their thoughts and ask questions.
Clarity and Transparency: Ensure absolute clarity and transparency regarding how the
performance appraisal process affects career development, promotions, and compensation.
Clearly link individual performance to organizational goals and growth opportunities.
Continuous Education: Integrate ongoing education about the performance appraisal process into
the on boarding of new employees and as part of continuous learning initiatives to keep everyone
informed.
Feedback Integration: Actively integrate feedback received from employees into refining and
enhancing the appraisal process. This demonstrates a commitment to improvement and employee
involvement in shaping their evaluation process.
7. Conclusion
In each organization, performance management is an essential procedure. In order to guarantee
that workers are giving their best effort, it is helpful to match their performance with the goals
and objectives of the company. Organizations can offer feedback and implement the necessary
actions to enhance performance based on the assessment of employee performance.
Enhancing employee and organizational performance need to be the cornerstone of the
performance management system. The system needs to be built with a strong respect for people
and acknowledge that its workforce is its most valuable asset. The system ought to prioritize
enhancing the contentment of every worker. This principle will necessitate ongoing coaching,
counseling, and open, sincere communication between the employee and managers.
In Bangladesh, the most well-known private group is Jamuna Group Limited. In order to increase
employee satisfaction with the performance system, Jamuna Group Limited is very interested in
enhancing their performance through an effective performance management system. Because
Jamuna Group Limited thinks that an appropriate Performance Management System aids in the
enhancement of the organization's quality.
Bibliography
Appendix
1. Specify your gender?
o Male
o Female
o Others
2. Are you familiar with Jamuna Group's performance appraisal process?
o Yes
o No
3. How many years are you working with Jamuna Group?
o 1 to 4
o 5 to 7
o More than 10 years
4. What is your expectations from Jamuna Group?
o Fair and transparent performance appraisal and career development opportunities.
o Competitive compensation and benefits packages.
o A safe and inclusive work environment.
o Strong leadership and clear communication.
o Work-life balance and employee well-being programs
5. How frequently do you participate in performance appraisals?
o Annually
o Semiannually
o Quarterly
6. How would you rate the clarity of performance expectations and goals set during the appraisal
process?
o Excellent
o Good
o Satisfactory
o Poor
o Need Improvement
7. Do you feel that the appraisal process is fair and unbiased?
o Strongly Agree
o Agree
o Neutral
o Disagree
o Strongly Disagree
8. How would you rate the quality and timeliness of feedback received during performance
appraisals?
o Excellent
o Good
o Satisfactory
o Needs Improvement
o Unsatisfactory
9. Have you received constructive feedback on areas of improvement and development
opportunities?
o Yes
o No
o Sometimes
10. Does Jamuna Group provide opportunities for skill development and career growth based on
your performance appraisal results?
o Yes
o No
o Sometimes
11. Are your individual performance goals aligned with the organization's objectives?
o Strongly Agree
o Agree
o Neutral
o Disagree
o Strongly Disagree
12. How well do you understand how your individual performance contributes to the overall
success of Jamuna Group?
o Very well
o well
o somewhat
o Not well
o Not at all
13. Have you received recognition or rewards for exceptional performance?
o Yes
o No
14. How satisfied are you with the rewards and recognition received for your performance?
o Very Satisfied
o satisfied
o neutral
o Dissatisfied
15. On a scale of 1 to 10, where 1 is extremely dissatisfied and 10 is extremely satisfied, how
would you rate Jamuna Group's performance management system?
o One
o Ten
16. Please share any additional comments or suggestions you have about the performance
management system at Jamuna Group.
